[icse2018] re-organizing sections

Paulo Meireles
1 parent 2b08f863
Showing 6 changed files with 66 additions and 68 deletions Show diff stats
icse2018/content/03-context.tex
icse2018/content/03-relatedwork.tex
icse2018/content/04-case.tex
icse2018/content/04-materials.tex
icse2018/content/09-related_work.tex
icse2018/spb-icse-seip.tex
@@ -1,7 +0,0 @@
-\section{The Case Study}
-\label{sec:case_study}
-
-% What is the Brazilian government structure?
-% How are IT projects managed?
-% What were the conflicts between government and development team?
-In this section, we present the SPB platform (its goals and its users) and describe the three-years-long project for the evolution of the platform (its development and management process and its organizational structure: team, coordination, roles and interactions). We will also describe the governmental organizational structure and how they managed the project (staff, roles, documentation / reports required) and, finally, we will present possible points of conflict and their possible impacts on the project.
@@ -0,0 +1,57 @@
+\section{Related work}
+
+Since the publication of the Agile Manisfeto in 2001, several researches have
+been evaluated the impacts and challenges in adopting agile
+methodologies in traditional culture organizations. Nerur et al. identify the
+key issues that involve migrating from traditional to agile by
+comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
+authors point out managerial, organizational, people, process and technological
+issues to be rethought and reconfigured in an organization for a
+successful migration. Strode et al. investigate the correlation between
+adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
+perception of organizational culture and the use of agile practices in nine
+software development projects and identify organizational culture factors
+that are correlated to the implementation of agile methods.
+
+
+The use of agile methods has also been investigated and explored in
+interactions between industry and academia. Chookittikul et al. evaluate the
+increasing use of these methods by software development organizations in
+Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
+suggest universities create a curricula which develops in their undergraduate
+students practical skills required by industry (mainly agile practices).
+This can be achieved through some activities, such as, internships, agile
+development classes, real-world research projects, and collaboration between
+faculty and industry professionals. Sandberg et al. report the implementation
+of SCRUM in a collaborative research consortium between industry and academia
+(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
+which adaptations were made over 6 years to promote a effective use of agile
+practices, and also overcome differences of goals and pace.
+
+
+The challenges in agile methods implementation present new variables when
+involving government. Agile methods application on the Brazilian public sector
+are approached by Melo et al. and De Sousa et al.
+\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
+production-ready one that will provide more accurate data with the real world.
+Alleman et al. describe a production deployment for
+the US government, but it focus on describing the methodology applied to
+address long term planning and value estimation \cite{alleman2003making}.
+
+
+This paper differentiates itself from others by describing a production level
+software development collaboration between public sector and academia,
+analyzing differences in the development process and administrative issues of
+the two organizations, and evidencing empirical practices that harmonized the
+interactions and satisfied the development and management process of both
+sides. The focus on this paper is the whole experience of conciling the agile
+culture of academia with the traditional culture of the public sector, adapting
+the development practices and project management of those involved without
+transforming their internal processes.
+%Melhorar o que o diferencia dos demais
+
+% TODO: if needed, we can add this paper as related work
+%% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.
+
+%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis) 
+%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf
@@ -0,0 +1,7 @@
+\section{The Case Study}
+\label{sec:case_study}
+
+% What is the Brazilian government structure?
+% How are IT projects managed?
+% What were the conflicts between government and development team?
+In this section, we present the SPB platform (its goals and its users) and describe the three-years-long project for the evolution of the platform (its development and management process and its organizational structure: team, coordination, roles and interactions). We will also describe the governmental organizational structure and how they managed the project (staff, roles, documentation / reports required) and, finally, we will present possible points of conflict and their possible impacts on the project.
@@ -1,2 +0,0 @@
-\section{Materials}
-Describe the SPB platform focusing on components from which we use to extract data. Explain how it was used during the development.
@@ -1,57 +0,0 @@
-\section{Related work}
-
-Since the publication of the Agile Manisfeto in 2001, several researches have
-been evaluated the impacts and challenges in adopting agile
-methodologies in traditional culture organizations. Nerur et al. identify the
-key issues that involve migrating from traditional to agile by
-comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
-authors point out managerial, organizational, people, process and technological
-issues to be rethought and reconfigured in an organization for a
-successful migration. Strode et al. investigate the correlation between
-adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
-perception of organizational culture and the use of agile practices in nine
-software development projects and identify organizational culture factors
-that are correlated to the implementation of agile methods.
-
-
-The use of agile methods has also been investigated and explored in
-interactions between industry and academia. Chookittikul et al. evaluate the
-increasing use of these methods by software development organizations in
-Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
-suggest universities create a curricula which develops in their undergraduate
-students practical skills required by industry (mainly agile practices).
-This can be achieved through some activities, such as, internships, agile
-development classes, real-world research projects, and collaboration between
-faculty and industry professionals. Sandberg et al. report the implementation
-of SCRUM in a collaborative research consortium between industry and academia
-(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
-which adaptations were made over 6 years to promote a effective use of agile
-practices, and also overcome differences of goals and pace.
-
-
-The challenges in agile methods implementation present new variables when
-involving government. Agile methods application on the Brazilian public sector
-are approached by Melo et al. and De Sousa et al.
-\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
-production-ready one that will provide more accurate data with the real world.
-Alleman et al. describe a production deployment for
-the US government, but it focus on describing the methodology applied to
-address long term planning and value estimation \cite{alleman2003making}.
-
-
-This paper differentiates itself from others by describing a production level
-software development collaboration between public sector and academia,
-analyzing differences in the development process and administrative issues of
-the two organizations, and evidencing empirical practices that harmonized the
-interactions and satisfied the development and management process of both
-sides. The focus on this paper is the whole experience of conciling the agile
-culture of academia with the traditional culture of the public sector, adapting
-the development practices and project management of those involved without
-transforming their internal processes.
-%Melhorar o que o diferencia dos demais
-
-% TODO: if needed, we can add this paper as related work
-%% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.
-
-%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis) 
-%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf
@@ -73,12 +73,12 @@
 \input{content/01-introduction}
 \input{content/02-background}
-\input{content/03-context}
+\input{content/03-relatedwork}
+\input{content/04-case}
 \input{content/05-methods}
 \input{content/06-results}
 \input{content/07-discussion}
 \input{content/08-conclusions}
-\input{content/09-related_work}
 \bibliographystyle{ACM-Reference-Format}
 \bibliography{bibliography}
	@@ -1,7 +0,0 @@	@@ -1,7 +0,0 @@
1	-\section{The Case Study}
2	-\label{sec:case_study}
3	-
4	-% What is the Brazilian government structure?
5	-% How are IT projects managed?
6	-% What were the conflicts between government and development team?
7	-In this section, we present the SPB platform (its goals and its users) and describe the three-years-long project for the evolution of the platform (its development and management process and its organizational structure: team, coordination, roles and interactions). We will also describe the governmental organizational structure and how they managed the project (staff, roles, documentation / reports required) and, finally, we will present possible points of conflict and their possible impacts on the project.
@@ -0,0 +1,57 @@		@@ -0,0 +1,57 @@
	1	+\section{Related work}
	2	+
	3	+Since the publication of the Agile Manisfeto in 2001, several researches have
	4	+been evaluated the impacts and challenges in adopting agile
	5	+methodologies in traditional culture organizations. Nerur et al. identify the
	6	+key issues that involve migrating from traditional to agile by
	7	+comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
	8	+authors point out managerial, organizational, people, process and technological
	9	+issues to be rethought and reconfigured in an organization for a
	10	+successful migration. Strode et al. investigate the correlation between
	11	+adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
	12	+perception of organizational culture and the use of agile practices in nine
	13	+software development projects and identify organizational culture factors
	14	+that are correlated to the implementation of agile methods.
	15	+
	16	+
	17	+The use of agile methods has also been investigated and explored in
	18	+interactions between industry and academia. Chookittikul et al. evaluate the
	19	+increasing use of these methods by software development organizations in
	20	+Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
	21	+suggest universities create a curricula which develops in their undergraduate
	22	+students practical skills required by industry (mainly agile practices).
	23	+This can be achieved through some activities, such as, internships, agile
	24	+development classes, real-world research projects, and collaboration between
	25	+faculty and industry professionals. Sandberg et al. report the implementation
	26	+of SCRUM in a collaborative research consortium between industry and academia
	27	+(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
	28	+which adaptations were made over 6 years to promote a effective use of agile
	29	+practices, and also overcome differences of goals and pace.
	30	+
	31	+
	32	+The challenges in agile methods implementation present new variables when
	33	+involving government. Agile methods application on the Brazilian public sector
	34	+are approached by Melo et al. and De Sousa et al.
	35	+\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
	36	+production-ready one that will provide more accurate data with the real world.
	37	+Alleman et al. describe a production deployment for
	38	+the US government, but it focus on describing the methodology applied to
	39	+address long term planning and value estimation \cite{alleman2003making}.
	40	+
	41	+
	42	+This paper differentiates itself from others by describing a production level
	43	+software development collaboration between public sector and academia,
	44	+analyzing differences in the development process and administrative issues of
	45	+the two organizations, and evidencing empirical practices that harmonized the
	46	+interactions and satisfied the development and management process of both
	47	+sides. The focus on this paper is the whole experience of conciling the agile
	48	+culture of academia with the traditional culture of the public sector, adapting
	49	+the development practices and project management of those involved without
	50	+transforming their internal processes.
	51	+%Melhorar o que o diferencia dos demais
	52	+
	53	+% TODO: if needed, we can add this paper as related work
	54	+%% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.
	55	+
	56	+%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis)
	57	+%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf
@@ -0,0 +1,7 @@		@@ -0,0 +1,7 @@
	1	+\section{The Case Study}
	2	+\label{sec:case_study}
	3	+
	4	+% What is the Brazilian government structure?
	5	+% How are IT projects managed?
	6	+% What were the conflicts between government and development team?
	7	+In this section, we present the SPB platform (its goals and its users) and describe the three-years-long project for the evolution of the platform (its development and management process and its organizational structure: team, coordination, roles and interactions). We will also describe the governmental organizational structure and how they managed the project (staff, roles, documentation / reports required) and, finally, we will present possible points of conflict and their possible impacts on the project.
	@@ -1,2 +0,0 @@	@@ -1,2 +0,0 @@
1	-\section{Materials}
2	-Describe the SPB platform focusing on components from which we use to extract data. Explain how it was used during the development.
	@@ -1,57 +0,0 @@	@@ -1,57 +0,0 @@
1	-\section{Related work}
2	-
3	-Since the publication of the Agile Manisfeto in 2001, several researches have
4	-been evaluated the impacts and challenges in adopting agile
5	-methodologies in traditional culture organizations. Nerur et al. identify the
6	-key issues that involve migrating from traditional to agile by
7	-comparing main practices of the two methodologies \cite{nerur2015challenges}. In their work, the
8	-authors point out managerial, organizational, people, process and technological
9	-issues to be rethought and reconfigured in an organization for a
10	-successful migration. Strode et al. investigate the correlation between
11	-adoption of agile methodologies and organizational culture \cite{impactOfOrganizationalCulture}. They evaluate the
12	-perception of organizational culture and the use of agile practices in nine
13	-software development projects and identify organizational culture factors
14	-that are correlated to the implementation of agile methods.
15	-
16	-
17	-The use of agile methods has also been investigated and explored in
18	-interactions between industry and academia. Chookittikul et al. evaluate the
19	-increasing use of these methods by software development organizations in
20	-Thailand \cite{cho2011gap}. To encourage the software industry growth in the region, the authors
21	-suggest universities create a curricula which develops in their undergraduate
22	-students practical skills required by industry (mainly agile practices).
23	-This can be achieved through some activities, such as, internships, agile
24	-development classes, real-world research projects, and collaboration between
25	-faculty and industry professionals. Sandberg et al. report the implementation
26	-of SCRUM in a collaborative research consortium between industry and academia
27	-(involving ten industry partners and five universities in Sweden) \cite{sandberg2017iacollaboration}. They present
28	-which adaptations were made over 6 years to promote a effective use of agile
29	-practices, and also overcome differences of goals and pace.
30	-
31	-
32	-The challenges in agile methods implementation present new variables when
33	-involving government. Agile methods application on the Brazilian public sector
34	-are approached by Melo et al. and De Sousa et al.
35	-\cite{melo2010adoccao,de2016using}, but both are experiences limited to pilot projects. Not
36	-production-ready one that will provide more accurate data with the real world.
37	-Alleman et al. describe a production deployment for
38	-the US government, but it focus on describing the methodology applied to
39	-address long term planning and value estimation \cite{alleman2003making}.
40	-
41	-
42	-This paper differentiates itself from others by describing a production level
43	-software development collaboration between public sector and academia,
44	-analyzing differences in the development process and administrative issues of
45	-the two organizations, and evidencing empirical practices that harmonized the
46	-interactions and satisfied the development and management process of both
47	-sides. The focus on this paper is the whole experience of conciling the agile
48	-culture of academia with the traditional culture of the public sector, adapting
49	-the development practices and project management of those involved without
50	-transforming their internal processes.
51	-%Melhorar o que o diferencia dos demais
52	-
53	-% TODO: if needed, we can add this paper as related work
54	-%% Staying Agile in Government Software Projects - reports how the agile culture and practices (XP and Scrum) were introduced in a development team working on a government project. Describes practices added, adapted and abandoned. They had a experienced small team that did not know agile. TODO: Not sure if any process had to be added/adapted/abandoned at the government side.
55	-
56	-%Talvez seria relevante citar Extending Patterns for Fearless Change: sobre como introduzir novas ideias em uma organização tradicional (em particular, como introduzir métodos ágeis)
57	-%O Mestrado do Alexandre Freire sobre como ensinar métodos ágeis que tem toda um capítulo sobre governo: https://www.ime.usp.br/~ale/dissertacao_ale_para_web.pdf